So, thanks very much everybody for coming along today. We really appreciate you taking time out of your day, to come and listen to, what we have to say.

We’re gonna be looking at, how we go from individual debriefs within FacetFive. And and I think a lot of the faces on here, I recognise that we’ll probably know a lot of this already.

But, I think it’s always good to revisit and just have a conversation around.

So, we’re gonna look at how we transition from that individual debrief to, a group coaching session because I think sometimes that’s the bit that gets missed. I know from my previous experience working with Facet5, not necessarily with Facet5. So when I was at t three, basically, we used to do a lot of debriefs with people. But the, the bit that was missing was that kind of leveraging that that, tool that you have within the business.

So individuals will have lots of, individual awareness of who they are and, and what their preferences are, but not necessarily sharing that with others. So the key thing on there, that front slide there for me is that statement at the bottom there. Self awareness is useful, but shared awareness changes how a team communicates, works, and succeeds. And I think that’s really important thing for people to remember.

So why is it important that we share our profiles and we share our experience with others?

The main thing for me are these three areas. So improve team dynamics.

When we understand each other, it’s much, easier for us to work together as a team and identify those, strengths that we have as a team and how we show up as well within the team. So by sharing the information and sharing your personality and exploring, the areas where we can be stronger or where we actually already have strengths, it it improves the team as a whole. Probably all been in situations where we’ve worked in teams and Facet5 has not been available to us. And, there are you people will be thinking, oh, why does that person behave in that way?

Well, this is this is a way of sharing that information and being able to understand one another. The second one is the scale of impact that Facet5 has within a business. So you might be coming from a position where you’re a consultant and you have a client and you can deliver debriefs, or you may be that you work in an organisation and you want to bring FacetFive on board. And, again, quite often people do the debrief, and then it just gets put in a drawer, lift, and the changes don’t happen.

The magic doesn’t happen. So just scaling up that impact for the organisation that’s going through the process, by individual awareness and then bringing that into a team scenario. So we’re making an impact, and we can make an impact through recruitment, leadership, personal development teams. So it’s making sure that Facet5 is used to its full extent within an organisation, and this is just one of those ways of doing that.

And then as I said, shared awareness. So teams don’t just need, or individuals don’t just need their own self awareness. They need to have that shared awareness of others. So those are three kind of key areas of why it’s important to move on to that next step.

Do stop me if anyone’s got any questions, by the way. I’m open to, any questions you have along the way.

So what are we gonna learn today? We’re gonna talk about connection and how we’re connecting individuals and their own self awareness with their teams. We’re gonna dive into a little bit on TeamScape. I’m not gonna go in this isn’t a TeamScape, session, but I will, touch on it and just explain a few of the key facts or key, components of TeamScape.

How do we turn that those insights into an actual behavioural change?

That’s the that’s again the kind of the key bit. It’s all well and good learning about our own self and having our own self awareness. But how do we actually implement that into an organisation or into a team or into our daily lives? So we’re gonna have a look at a step by step process of how we move from individual debrief into group coaching.

So in most scenarios, this is kind of this is probably a starting point of where we need to make that shift. We’re gonna make the assumption here that people have had their debriefs, and they understand their own self awareness.

So the individual has got to a point where they understand who they are. They understand what their motivators are.

They’ve got a good grounding as well in that knowledge, this that language that FacetFive brings. And I think that’s really, really important in that it gives people a way of being able to speak to others in a sort of safe, if you like, nonthreatening way. I know previously, in roles I’ve had, people will point out maybe some of your risks and some of your challenges by using that classified language. I’ve certainly heard the phrase Sean’s low control is at play here, definitely.

So, that that’s something that I hear. It kind of gives it a safe space where people can, can talk about it.

That individual then, they obviously understand what their what their strengths are, and what they bring to the team, and what their watch outs are, so what their challenges might be. So this first bit, the debrief is done, and that’s what that brings to that individual. But once that’s done, the team what the team isn’t aware of yet is who you are. So the rest of your team may well have been through their own debriefs, but they don’t know necessarily who everybody else is. And they can learn that through that shared language. So when you start talking about your own personality in that language, others will understand what you mean, and they’ll know exactly how you like to behave, what your preferences are.

And then we can start looking at well, actually, we understand what our individual strengths are. So what are our collective strengths?

How do we combine those, to improve, and become a more highly functioning team? And equally, on the other flip side of that, we start to understand where are our attention points, where are we where are gaps, what do we need to make sure that we’re aware of as we move forward as a team.

So the three core principles for me when it comes to working with a team is the first one is normalizing that difference, framing difference as being an asset.

I think quite often, there are conversations around diversity, and, those are quite often physical differences or that we talk about neurodiversity and that kind of thing.

I think there’s a really big discussion about diversity and personality as well, and to be able to consider that and frame it as being an asset. We’re a diverse team. We’ve got different strengths within the team. We shouldn’t all be the same and be treated the same and work the same way. So just making that that being different is okay, and it brings us strengths, is really important.

The second principle is the shift from report reading to actually dynamic dialogue, and that comes in sort of the magic of the debrief and any facilitation within the team. So, again, it’s that let’s not just get a report and give it to somebody and let them read it and then move on. Let’s actually have conversations about it. Let’s ask them real questions. How does that behaviour show up when you’re under pressure?

And, and just bringing the whole profile to life for them.

And then moving from those insights into an agreement, it’s again, it’s all well and good having the insights, but what are we gonna change? What can we commit to as a team?

How can we create clear commitments that everybody can follow?

Those three principles, I think, need to be considered when you’re looking at moving from that group from individual to group development.

So how do we get there?

This is a road map that I’ve drawn out. There’s five elements to it. I’m gonna touch on each one briefly here, and then we’ll dive into each one in a bit more detail next.

So individual debriefs, we’re all very familiar. That, is the first step, obviously, of bringing self awareness to individuals.

The second element, I think, is the getting the buy in from the individuals within the team. Because, again, sometimes we’ll find that people will have their profile, and they’ll say, oh, that’s great. Yeah. I understand myself.

But, it might not necessarily be something they bought into. So a session on group discovery is really important. Bringing the team together, looking at their individual insights. Doesn’t have to go into too much detail, but it just needs to be enough to get them to buy into the fact that what we’re doing here is gonna make a difference. It’s going to improve us as a team. So running that session is quite important at the beginning.

We’ve all been there, I think, with training courses. Sometimes you question why am I here? So let’s make sure that people are clear on why they’re there in the first place.

Introducing TeamScape to them. So, once you’ve got the buy in, you then start to actually give them the data. Here’s the information that you need to understand how the team currently performs and how can we improve that.

And facilitated conversations, I think, are really important. There’s an element in I’ll go into it in a bit more detail in a moment. But sometimes it can be, a case of having a facilitated conversation, especially around where the gaps might be. That needs to be owned by the consultant or whoever’s running the TeamScape session because otherwise it could sort of fall into arguments, and it needs to be handled in the right way. So I think it’s really key that we, make sure that there are facilitated conversations about how we move forward.

Yeah. I’m gonna go into these in a bit more detail in a moment. And the last bit is, again, a key element.

Have the conversations by all means. Identify where the strengths are. Identify where the gaps are. What are you going to do now? Create a team action plan so that you can go away and practice it and, and actually make those changes that you’ve all committed to.

So let’s take the debrief as read. We all know that. I’m not gonna go into any conversation about the individual debriefs with people.

This is the group discovery phase.

This is a suggestion. You probably some of you have probably already done this, and they you have your own ways of doing things, but this is the way, I would look at a group discovery session. Doesn’t have to be very long.

Can be an hour, can be an hour and a half, depends on the timing and how much time you have with the the team.

So session one, just a ten minute session on just reconnecting what facet five is, and making sure that people are aware that this is a safe environment where or open feedback environment where we can talk about our differences and and go through that process of just reintroducing everybody, and reiterating there.

Sorry. I’m still letting people in. So and then the second session or section, I’d I like to call it personality postcards.

It’s, a really key bit to get people talking about Facet five again and just sort of looking at their understanding of it. So just ask them to come along and be armed with a kind of this is the this is what I learned about myself from my debrief. Here’s one strength that I I bring. Here’s one watch out that I bring. It’s just a way of getting people thinking, about, Facet5 again and personality because I think sometimes I’m personally, I know I forget that people go back into their day lives, and they just carry on with their work, and this is not front of mind. So let’s just introduce Facet5 again slowly.

Spot the patterns is something that it can it doesn’t have to be used, but it can be used. We can do composite reports for groups. For smaller teams, it’s probably not as relevant.

But it’s trying to identify what patterns are there within the team. Are we all do are we all too low on well, or are we too high on affection?

And we can use the TeamScape team well chart for that, but let’s just understand what the pattern is within the team.

Strengths conversations are, I think really key, and these are things that should be done in pairs and not necessarily facilitated. These will be positive conversations where you can break people out into pairs.

Discuss what are our team strengths, what are we good at, find some examples of times when that’s been displayed, and then bring that back to the group and share it. It’s a really positive way of starting, a a a session and helping people understand the strengths. But it’s important to then talk about, well, actually, where might we struggle? Where do we have problems?

And that’s that facilitated conversation bit because it’s it needs to be managed, and, and somebody needs to take responsibility for the way that conversation runs. So, that can be created in a group session with a facilitator based on any TeamScape data or patterns that you have. Let’s talk about what our risks are. Let’s really be honest and, and have a conversation about it because that’s where it starts to become a bit more magical that people can see where they’re where where they need to make some changes.

And, again, that that kind of adds to that buy in bit. So, okay. We all agree we have this that we need to work on, so let’s move forward with it.

And then just finish up with that kind of reflection and close session.

Just asking people really what they got from the discovery session. Is there anything else they’d like to talk about, and where do we go next as a team? That’s kind of group discovery. Let’s that’s getting people’s buy in, making them understand why we’re here and what we’re doing.

So TeamScape, I know there’s a lot of you here that will be very familiar with TeamScape, so you might wanna go make a coffee while I talk through some of these. But, yeah, TeamScape is the report for those who don’t know. TeamScape is the report that we use when we look at the dynamics of teams, and it’s made up of several components, and I’m gonna cover a couple of them here. But the the basic gist of it is that we’re trying to figure out where people maybe are clustering within the team and where the gaps are. So what do we need to work on, where our strengths are, and what do we need to work on?

It looks at how the team approaches work in terms of the decision making, the pace, the relationships, and, and it will look at the team strengths, that we have. So and, also, it’s broken down into individuals. So there is a new report, or newish called TeamScape relationships, which, some of you may not be familiar with. If you’re not, get in touch with me afterwards, and we can have a conversation around it.

But team scale relationships really brings to life, your individual relationships with individuals within the team. So it really drills down into how do you work together. It’s a little bit like the spotlight report on how you would, sorry, the coaching affinity where you would you would see how you interact with that individual person within the team. So if you don’t know about that, let me know afterwards, and we’ll have a a conversation.

So just a couple of the key bits of TeamScape. So, we look at what we call a work cycle model.

So we’re taking your classified data, and we’re overlaying everybody into our wheel so that we can quickly and visually see where there might be some differences between us and the team. And it’s following, the these four, elements. So we’ve got generating ideas. So who are the who are the ideas people in the team? That tends to be more, associated with affection.

Evaluating, which is more controlled. So that’s looking at who are the evaluators in the team, who are making sure that actually the idea that we’ve generated is going to work.

The decision makers, which, relates to Will. So we need people who will make decisions, not necessarily quickly, but will be a strong decision maker. And then those implementers as well who’s actually gonna go out and do it. I know I from my own experience, personal experience, actually, my partner, I’m definitely the implementer. She’s the ideas person. So she’ll come up with lots of wacky ideas for a new business, and it’s me that has to actually go and make it work. So as a team, we understand that that’s where our, our strengths are.

So that’s the that that gives us, as a team, a very good idea of who could be assigned to which roles within the team.

This one, is regarding reaching agreement. So because everybody within the team is gonna have different opinions, and different ways of dealing with reaching agreement and resolving disputes. You’ll recognise this Thomas Kilman style, chart.

The difference is that we like to call it reaching agreement and resolving disputes, and it has the same elements. So that competing style, those people who are more assertive when it comes to reaching agreement, which is good because it helps with quick decision making, but it can lead to others feeling like they’ve been, railroaded or or trampled on.

Collaborating is where we have people who are looking for that win win, basically.

And while this is a great outcome often, the downside is that it can take time, and it might delay the process or delay the progress of the team.

Compromising in the middle will is a is a great way of, solving issues, by mutual consent. But, it can be difficult, because you might walk away and one person’s kind of had to concede more than somebody else. So compromising while it feels like it’s probably the optimal place, it can be difficult because some people might miss out on what they feel is the right way.

Avoiding, useful for defusing tension. I like that.

But the downside obviously being that those that avoid conflict, they might not actually deal with problems or, things might not get resolved. And then accommodating, which is supporting those, needs of other people, which, while that’s great, it’s obviously sometimes the person themselves might miss out on, or have their own, frustrations with not having their needs met. So this is kind of a typical, Thomas Kilman style model. However, we add a little bit more depth to this within TeamScape. So we’re looking here at will and affection to get these results.

The difference with FacetFive is that it’s not just a conflict model.

It’s about creating culture and not just labelling people as a an avoider or a a compromiser.

So we look at energy and control, which gives us an overview of people’s tactics when they approach conflict. So, what is their behaviour when they try to resolve issues? Are they quick off the mark? Are they forceful?

Or they sit back and be more methodical? Because you can be one of those, you could fall into one of those conflict model categories, but actually the way you deal with that might be different to others. So FacetFive gives us that really rich insight into, how you approach that, and it does that by looking at energy and control. And then the second one is proportionality.

So, again, it’s about it’s measured by emotionality. So you how intense are you? How do you, do you overreact to a situation or a conflict?

Or like me, probably underplay the big ones when there is larger more conflict, I’ll tend to just, probably drop into an avoiding, role, more on the basis that my I don’t feel like it’s something that I need to get involved in or, I don’t feel like it’s important enough. And that comes from my lower emotionality sometimes. So there’s a there’s a difference between what normal conflict models will give you and what Facet5 TeamScape will give you.

I hope that makes sense.

Yep.

So just continuing with that journey. So we now facilitated conversation.

This is the bit. So as a practitioner, your job isn’t just to deliver insight. It’s to create the space where a team can face how they work and choose to do it differently.

And it’s really important to consider these four elements when we’re looking at facilitated conversation.

Focusing on how and not just what is really important, and making sure that people understand that a change needs to happen, but how do we do that?

Using personality as a lens for real team behaviours, I think, gives you a huge advantage over somebody who doesn’t have those personality insights, and, understands helping the team understand one another.

Encourage curiosity, not judgment, and create a culture of open feedback. For me, that’s the most important one for people to be able to talk about their differences, for people to be able to be able to make comment about what they can perceive to be a risk of somebody else. Because I think, you know, we all consider that we walk around in the same body. So why are we not behaving the same?

Why are you doing it that way? This kind of environment gives you a safe space to be able to say, actually, no. I’m gonna ask you about that. I am gonna say, why do you do that that way?

And, and with it being a facilitated conversation, it makes it a safer space.

And then any discussions that we’re having with the team, they need to be themed. So we’re not just going TeamScape. We’re gonna talk about personality. What’s the theme of the meeting?

What or the development process. What are the team lacking? Is it communication, decision making? Is it pace?

Is it conflict?

Make those conversations relevant to the issue at hand and not just generic, so that we’re actually in a position where we can, make a difference, and it’s not just another generic training session.

Okay.

So the last part of that journey is our team action plan.

So commit, create, and challenge.

So we need to, as a group and as a team, agree on what changes as a result of this insight. What do we do differently now that we understand where the pressure points might be?

And then help them co-create those clear behaviours for changing the way they do things in the in the future. I’ve been on sessions before where facilitators have just said, you go and sit in your group and make up, how you’re gonna change things moving forward and write it down on a bit of paper, and then we’ll see you in six months. Actually, support them and do that. It’s I mean, it’s from you guys, it’s gonna be second nature. But making sure that they’re not just creating something for the sake of creating it, it’s something that’s actually gonna make a change.

And then that challenge bit at the end of go away and do it. Actually commit to going and trying it.

Put statements like we will change our behaviour and whatever. I will be more forceful in meetings or I will be, more accommodating to others.

Have check ins for on your accountability, and that might be within the team. It might be with the leader of the team.

Bring it up in conversation. Don’t just wait until the next session.

Actually live it as you’re going through.

And try some experiments.

Test out some new behaviours.

When you’re in an environment where a team understands each other’s personality, it’s it’s a really safe space to be able to say to just to try something different, And people will probably notice, and they’ll probably be able to go refer back to that language and say, oh, that’s not like you to stand up in a meeting and say something. I’ve I appreciate that you’ve, you’re experimenting with something new. You’re trying something different.

And that’s where that as I say, that language model comes in where people can understand and have those conversations.

So just to sum up, the outcomes of a team group coaching session, when we come out the other side, we should be able to, as a team, communicate better. We’ve got a language that we can use. We’ve got a way of, giving open feedback to one another.

As a group well, it’s very late to come into me. As a group, we should be able to, now have better communication.

Our decision making will be better because we’ll understand where who the stronger people are at decisions. But, actually, just touching on key qualities, understanding when some people might overplay those and recognising it and call it out if you need to.

Stronger accountability within the team. We’re now all aware of everybody. We understand who we are, and we understand the, the strength that we bring. And it gives people a bit of accountability then as to say, well, actually, I’m the person that needs to step up in this area.

Less friction and more trust, which is always really key.

The friction element I mean, you will know that from previous if you’ve got a a poor performing team, the friction within that team might not be visible. It might just be under the, in the coffee room or outside in the smoking area where the friction happens and people have conversations outside of the group, which removes trust. So we’re now in a position where we can openly speak to one another using our shared language to be able to deliver feedback. So that last bit, when you go from one to one team coaching, you’re not just scaling facet five, you’re scaling change, and that’s the difference.

You’re actually giving people the ability to make changes in that safe space.

So that’s my view on teaming and bring and bringing your debriefs into a group coaching session.

Does anyone have any questions about that?

Or any ideas or thoughts? Because I think these are the things where everybody has their own way of doing things. I’ll be interested to know if there’s anybody in the room that doesn’t do this already or has never, kind of made that shift.

Deathly silence.

I think we had a question in the chat. Oh, no. Somebody left. Okay.

John, I just wanted to, get your opinion.

If you’re trying to pitch this to an organisation, my experience is that they’re always terribly keen on it. I think it’s a great idea.

And then ask if they can how long do you need to do this?

They could probably budget about two hours.

What what’s your thinking on this?

Yeah. I think, really, it’s kind of how important do you feel it is as a development process.

Personally, I would, as I I think I mentioned earlier, you can you can slot this into a day or two days, or you could do it over several sessions, which might be two hours long, which I think personally feels like that’s more common these days. People just want a a couple of hours slot to do it. If somebody only wanted to allot two hours to the whole thing, I would probably suggest they’re not gonna make an awful lot of change in that time.

And, I don’t know. I’ve is there anybody else is there anyone in the room that’s experienced that where people have just said, I’ve only got two hours for this?

Sean? Yeah. Francesca here. Look. My experience is you need a minimum of four hours.

Yeah.

Minimum.

And I’ve found that stretching it out to a whole day and trying to throw less models, less frameworks, less content into the conversation, you get even a better outcome.

Yeah.

So the longer the better, the less models, the better.

It’s more about the conversation.

Yeah. I think that’s really important that for that conversation and and allowing people space to time to think about it.

It’s are you that’s four hours not including the debrief, I presume, the original debrief?

Yeah. Debriefs still happen beforehand.

Yep. Yeah.

It’s a a good amount. Yeah.

But, yeah, I think it’s probably a conversation as what does the client want from it, and what do they how much time can they spare and and and want to put into it. But I think, generally, yeah, four hours, would be enough, normally.

Yeah.

I just wanted to say, I agree with you, Francesco.

I actually wouldn’t do it if it was less than four.

Yeah.

That’s Okay.

So I will say no to a client. It is the conversations they have that are more important than the conversations we have with them.

Yeah. I think you’re right. That’s it’s our our role is just to facilitate, and allow them to have that space, isn’t it? And you’re right. Four hours probably wouldn’t or less than four hours, it it wouldn’t be worth doing. You wouldn’t get the outcome. It’s actually more of a waste of time and money than doing it for two hours, isn’t it?

Just a question I have for you, Francesco. Do you come back I run a four hour half day session, and then I come back for a two hour session.

But I leave some space between the initial delivery.

That sounds like a luxury, Dale. There’s not many companies that pitch you there.

My clients my clients do as they’re told.

Is that a common problem that you face then? It’s really about how much time people are willing to give to this kind of process.

I know from my experience with t three, it was this it was more a case of this is how it’s done, and this is how much time it’s gonna take. And, actually, time restraints weren’t as much of an issue.

Is there anybody else anywhere else in maybe in Europe that struggles with timings?

I would say that, when I have seen this, and I I have seen it on a number of occasions, it tells you really that there there’s an issue of motivation in there. Yeah.

And, I mean, the worst I had was, a bunch of people from, Coca Cola who said, oh, we’re really keen. We’ve seen, Facet around.

We’d like to try it because, we’ve got an annual thing coming up, and we always have a game one evening where we use this and, you know, try to get a new tool each time.

Right. Okay.

Yeah. Not really sure this is going to be working, and we walked away from that one.

Yeah. Exactly. I think so, yeah, sometimes people do just see it as a as a game. And, and that’s the they’re the kind of we’ll have you debrief and then put it in the drawer and probably forget about it.

Yep. I think maybe maybe the key to it is the actual selling in in the first place and making sure that organisations understand the benefit of not just a team day or an individual debrief, but that it’s that threading facet five into everything you do, and making it a cultural thing, which, you know, that I’m talking ideal scenarios here where people go, oh, brilliant, Sean. That’s fantastic. Let’s do that.

But, yeah, I think it’s key to get them to understand the difference that it can make and that it needs to be embedded in the organisation and not just a one off. Here we go. Let’s see what happens.

Yeah. Agree with that. Yeah. Okay.

Yeah.

I just had a client. He did a full day, TeamScape.

I, did a full day TeamScape workshop with them, and, then he was new to the team. So the team leader was new to the team, and he said, but, the next session, in after three months, I want to do by myself, and then I will ask you again after half a year. So he really wants him and then, yeah, buying somebody in, again. And, because he said, I also want to get closer to the team and not only facilitate it by somebody else, but also facilitate it, by myself.

And I think maybe that’s also a system that might work, even offering it to clients, this hybrid, to have then review sessions.

Yeah, not always with the facilitator from Facet, but, also and he also asked for some framework for, his session.

Yeah. Yeah. And your opportunity to sell in an accreditation there as well.

Yeah. Mhmm.

And so that they do fully understand it. Yeah. Yeah. I think that’s really important is coming back and revisiting, because it it it naturally, it’s one of those things that people go to as much as we’re kind of immersed in this world of learning and development and we see how the importance of it, a lot of people that are actually sitting there on the course don’t necessarily see that, and they sometimes just do it, tick box, off we go.

So it’s keeping it alive. And how do you do that?

And actually maybe booking in those sessions right from the start. So this is a program that we’re selling into you. It’s not just a one off session. We’re gonna run it two hours here. We’re gonna do two hours there. And then in three or six weeks, eight weeks, however long it is, we’re gonna come back, and that’s already penciled in that you do another group coaching session to discuss, you know, what what went well, what didn’t go well, what can we do better next time.

Mhmm.

And, I think sometimes it might just be about the what we’re offering to people and not just we’re offering you a debrief, and then we’re offering you a team session.

It’s the full package in one. Mhmm.

But that group discovery session is really key to get that buy in and make people understand how important it is. I find it I don’t know. I find it frustrating sometimes when I see things on LinkedIn and people are, this they make they’re trying to make people make changes to their leadership teams So other consultants, let me say, you you need to do this better or that better. And without actually looking at in the the individuals and what their strengths are and how that might actually be difficult, I think I saw some things today that was move your people from amiable to assertive.

So, well, how do you do that if you don’t understand that your certain people within your team are amiable for a reason? That’s their personality. And they might find it really difficult, and it’s not as simple as saying, oh, just be more assertive.

It’s interesting when you see things like that on LinkedIn. It frustrates me when I pick the laptop up and shake it.

There’s one answer.

But, but yeah. No. That’s interesting insights. Does anybody else got anything converse any experiences from running sessions like this?

Got a couple of chats to have a look.

Sean, I just wanted to jump in with the, to emphasise the relationship reports and how significant they’ve become recently. Do they really I think they answer that question around, well, how do we maintain the momentum?

Yeah.

And how do we keep building, the understanding and get the right dynamics? So if you wanted to talk more about that, I think that would be helpful for, for the group just to flag that.

I think, with the relationships reports, I I haven’t actually got anything I can present on that.

I think I’m it would and I would rather do as a conversation maybe individually with people, unless anybody’s got anything they want to report on that.

It’s not it wasn’t for it wasn’t part of this presentation, so I’ve not prepped for it or anything.

But Yeah.

Well, I sorry. Why I was why I was jumping on that over the thought bubble popped in was, you know, I’d be I wanna challenge Norman.

If somebody gives me two hours, I’ll take two hours because I’ll back myself that we can do more.

Yeah.

And impress them and win them over and have a conversation with them whether that’s spotlight relationship reports, TeamScape. You know, we can’t use TeamScape because we don’t have that time frame.

So again, in terms of the suite of solutions, there’s a whole range of options to slice and dice Yeah.

To meet the client where they are and take them on the journey. And help them understand that it’s a process. It’s not an event, but it’s a process and it is about team growth and it is about evolution.

And how do we help them get to that point? You know, it’s yeah. I backed myself. If they only wanna give me two hours, well, then frame it help them frame it and say, well, that’s what would what’s achievable in that two hours.

Yeah. Exactly. And it’s that two hours is also as you said, that’s your foot in the door, isn’t it? That’s your opportunity to Absolutely. To shine and say, well, actually, if you give me another two hours, we can do x y zed. Yeah.

Yeah. Ideally, I’d rather have a longer runway.

Yes. I do.

Give us two, I’ll take it.

Take it. Yeah.

Good.

Okay.

I don’t think we’ve got any other questions.

How do you advise managing when some team members are not keen to have their profile shared? In some cultures there seems to be more hesitance to this level of openness.

Yeah. It’s a good question.

It’s you do need to have that buy in to be able to share.

Anyone got any experience of that where somebody said they’re not interested in sharing their report within a TeamScape setting. A lot of you are vastly more experienced in this than I am.

I’ve heard that happen many times, and it’s it it’s a it’s a really interesting situation in that I find people agree very much with their with their facet profile. They’re really comfortable, but the thought of sharing it is a more interesting proposition than we might have considered. So I I go into any kind of group session now whether it’s TeamScape or leadership development or or group coaching, what whatever it is, with a very clear mindset that your profile will be shared with other people. I think as practitioners, whether it’s whether we’re external consultants and there would be many internal consultants, in this space as well, we just make this natural assumption that, of course, your profile is gonna be shared with everybody else. You’re tip you’re stepping into a team session, but it’s not implicit, for everyone. So, yeah, some very fine lines to walk there, I think.

I think you’re right there, Michelle, because, not just us, but everybody playing in this sandpit has the same approach to it. The data is private, unless you voluntarily release it. And one of the things that really means is, if you haven’t said you’re going to release it to everybody else in your team, then that has to be honoured.

You might happily talk to the people to try to convince them, but you can’t just assume that it’s okay to do this.

I have actually had it myself where, putting happily putting up, in in the olden days of overheads and things like that and suddenly finding that somebody’s data is up there, and then getting a little bit miffed about that.

That’s I wouldn’t say it’s happened a lot, but it has happened. Yeah. So, you know, we’ll be careful about that.

How do you deal with that person individually? So if you’re running a TeamScape session and everybody’s agreed apart from one person, you can’t eliminate them from the conversation. Do you just eliminate them from the data that’s on the screen then?

And Yes.

What we have done, in the past is to say, okay. This data that we’re showing is excluding so and so.

And, one way that it was done was to allow the person to see everybody else’s data and then say, well, on that basis, what you’ve just explained, I’d put myself at the top end or the bottom end or something like that. So you won’t get the the detailed accuracy, but they can at least sort of see, yeah, because I’m not surprised here.

I always thought most of the people I work with are a bit wet and won’t get on and do anything. Yeah. But that that’s really opening up the team session. It’s exactly what you want to hear.

Yeah. And you might it may be that you’ve got somebody who’s had their debrief, but they’re just not prepared to then share with the group so that they will know where they sit.

Was that is that detrimental to the session, or is that something you could do with what other people would think?

But, I think it would have to be detrimental. It’s unlikely to be a positive contribution to the team. Yeah.

So, you know It’s one I I guess that’s one of those that you just have to handle as it comes and Mhmm.

Something sorry. So the question came from me, and, actually, I’ve experienced it also with leaders. I work a lot with leaders specifically in Asia and Middle East, and there are some, not all, but for some, it is really difficult to share their profile with their team because there’s a sense of hierarchy that might get, yeah, impacted or respect or distance that they like to keep.

And especially so I think what I see is that usually the TeamScape report tends to be okay because it is a little bit less, had less personal in a way.

But specifically the group discovery, Sean, that you explained, which I I really value that that phase as well. But I think that is specifically where I see that for some leaders, that is just a little bit a step too far to have their profile up, showing the team, you know, their ins and outs. They feel very exposed. Yeah.

And this is where it’s really sometimes difficult to get them to understand that, you know, this builds trust because in their culture, that is just seen very differently. And I think we all realise that when we’re being asked to step out of our own cultural comfort zone, that that is difficult. Right? So that’s where my question came from, that for some, this is really, against their Yeah.

Cultural values, basically.

Yeah. And I guess, as I say, you have to deal with each situation in the best way you can to try and encourage people to share some of that.

So Mhmm. That, personality postcards bit where they bring just one strength and one watch out.

Yes. They’re not sharing their entire personality, but they’re bringing something. But that obviously needs some persuasion, that they’re not gonna be opened up in front of the whole team. And, and psychological safety then comes into that, doesn’t it? It’s about making sure before the session that they’re aware that, you know, we’re not just gonna strip you down and show everybody your entire personality. We’re just gonna talk about certain elements of it and adapt to the session in the way that you that would work.

Yeah. I like the postcard suggestion because in that way, you could keep out the full report and maybe let them summarise. And that way, they can control what they want to share, and they don’t have to share the full report. So that might be a a good way to work around that.

Yeah.

So I’m just reading.

Okay. Right. I have a technical question. Oh, dear. Where’s Grant when you need him?

I have a technical question. Part of the team that did FacetFive individually a couple of months ago and the rest of the group doing it now as a team, can I collate different projects to build TeamScape for the whole group?

You can do, I believe I’ll have to check this, but I think you can create a different project with everybody in.

Yeah. It’s early enough to do.

Yeah.

But you probably need to be wary of how many people are in that project because otherwise, you end up with a mess on the screen.

But, yeah, that’s technically so that’s from Anna. So, Anna, let me get in touch with you afterwards, and we’ll talk you through that.

Yeah.

That that’s certainly Do you want to look at the numbers in there?

It’s very easy to get a a pretty big messy screen where it’s almost impossible to figure out what’s going on in there. Yeah. I don’t know where if there’s an optimum number, but, I was like something between sort of five and eight, something like that. Even ten can seem like a a too many in there.

Yeah.

We can, of course, do Yeah.

That way. What what we have done, is, not to try and do a a TeamScape type report, but just do very large, snapshots, of the place, and that gives you a feel more of the overall culture in the place rather than saying anything about any individual person in there.

Yeah. I think in the past, I know we’ve done composite reports where we’ve collated entire organisations and produced, data on on all everybody’s profile within the the, the company and then able to kind of look at where the strengths might. The problem is when you’ve got a large amount of data like that, you still end up with a bell curve generally of, of, and the company still has that. You sometimes don’t get the insights you’re looking for. But, yeah, Anna, let me get in touch with you, and we’ll, we’ll have a chat through what you’re trying to do and what we can do.

Have I missed any questions from anybody?

Don’t think so.

Thank you, Sonia.

Okay. Good. Well, if no one’s got anything else, do feel free to get in touch with me afterwards if you want to talk about, TeamScape relationships reports.

If you haven’t already, we as part of the accreditation, we do TeamScape, training session. So if you want to be, part of that, let me know, and we can, we can get in touch with you. But, appreciate everybody’s time today, especially those that are a bit later in the evening, and, hopefully, you got something from it. And, yeah, do get in touch if you need any any support or help.